Devoted to how insight is developed, shared and acted on

Share this article :

Other articles you may be interested in:

A Brief Rundown

The project debrief is a crucial part of an Insight team’s activities and is probably the most public part of the team’s role. If it’s run well, everyone wins:
  • Key insights are communicated well – and hopefully your recommendations will be implemented.
  • It should lead to satisfied internal customers.
  • It helps to build the reputation of your team.
But it doesn’t always turn out quite this well! Many mistakes arise from poor management, insufficient time and planning, reliance on false assumptions or a failure to manage expectations. You may feel like a ‘piggy in the middle’ between your internal client and your agency, but you need to rise to the challenge and make your debrief a success rather than a disaster.
 
Here are three ways in which you can make a difference:
 
Managing the internal client
Ensure that the project brief – and the objective – is absolutely clear from the outset.
Make sure that your clients don’t keep moving the goalposts, or adding extra requirements. Ahead of the debrief, send them background documents on the methodology etc. in advance, so that you don’t have to waste your debrief time explaining it.
 
If the feedback is contentious, forewarn key people. You don’t want any nasty surprises in the public arena! Make sure that you know how much detail will be required at the debrief – and that you pass this information on.
 
Managing the supplier/agency
Build in sufficient time for any inevitable slippage. Brief the agency on the background, the project, and the internal clients (who will be there) and their communication preferences. Forewarn them about any relevant internal politics.
 
Other important things to remember include: 
  • Specify beforehand the type of outputs you want – whether data, information, conclusions and/or business recommendations.
  • Make sure you know who the presenter is, and that their style is suitable for your audience and situation.
  • Agree well in advance the type of debrief and presentation materials needed. If you only want a business summary – or want it backed up by evidence – make this clear.
  • Insist on seeing the output before the event (build in time for this). Then make sure that your feedback is implemented correctly before the big day.
  • Insist that they check charts beforehand for any simple typos.
Managing the internal event
Ensure that a suitable room is available, as well as the equipment you will need (projector, screen or clear wall, extension lead for laptop, plus the ability for remote people to dial in and listen). Make sure that the key people are invited in good time.
Get the room set up promptly and ask the speakers to be there well before the start. Before the actual debriefing, make any necessary introductions and ensure that someone will take notes of any agreed actions – and that these will be followed up afterwards.
 
 
A combination of all these will make it more likely that the debrief delivers maximum value.
Leave a comment on this article Your Name:
Your Email:
Your Message: